Service Innovation - CLICresearch – Center for leading innovation

Service Innovation - CLICresearch – Center for leading innovation

Service Innovation
“The future strength of the German economy will
be determined in an important way by the power
of innovation within the services sector.”
Prof. Dr. Dr. h.c. mult. Wolfgang A. Herrmann
Summary
Summary
The word ’innovation’ is currently on everyone’s lips. Large
and small companies, including those with a local orientation as well as those taking an international perspective,
agree that innovation is decisive for competitiveness. They
are looking for product, process, and service innovations to
help them cope with increasing complexity in environments
of constantly shifting parameters.
■ Discontinuous service innovations radically transform
familiar processes. They have special potential, but also
demand unconventional methods. The prototyping of
ideas in the innovation processes of selection and implementation enables instant feedback during the practical
testing period, which can thereby radically reduce development costs and market flops.
Germany has always been known for product innovations,
but has recently played a pioneering role in the area of service innovations. For over twelve years, the government and
private organizations have funded research focused on the
question of how companies can become even more innovative in their service offerings. This chapter provides insight
into the world of service innovation, displays the latest trends
within the sector, and presents new methods for developing
service innovations in Germany.
■ An important challenge of today’s demanding environments is ambidexterity: the ability to recognize and develop both continuous and discontinuous innovations.
Important for Business Readers
■ Services now account for over 80% of all transactions in
developed economies, but typically receive much less
R&D attention than products.
Developing service innovations demands a clear strategy from businesses with four interlocking core elements:
search, selection, implementation, and evaluation of innovative concepts. If even one of these phases has not been
clearly thought through, the entire innovation process is likely
to collapse.
■ Continuous service innovations improve existing ser vices.
They require effective routines to learn from experience.
This is the backbone of continuing competitiveness and
cannot be neglected.
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■ The recent trend towards hybrid innovation strategy
focuses on the integration of service and product innovation. At this point service innovation creeps from the
shadows of its subordinate role alongside product innovation and becomes a central element of an innovative
combination of product-service-experience.
This chapter focuses on successful efforts to develop discontinuous, often hybrid innovations. Twenty different projects,
many benefiting from government sponsored research, are
briefly described in the hope that both business leaders and
service researchers will find them inspiring.
Service Innovation
Service innovation directly facilitates customers meeting their needs and desires.
It can be understood both as a process of
development within an organization and as
the resulting configuration of new activities (both by the company and by customers, suppliers, and other actors) within a
specific context.
Background
An Overview of
Service Innovation
The exchange of goods and services was one of the primary
purposes of early social contacts. Today, economists estimate that at least 60% of all economies involve the exchange
of services, while in more developed economies services account for approximately 80% of all transactions.1
covering real discontinuous service concepts? How can they
decide which single concept from the great variety of possibilities show the most promise? How can businesses be sure
that their seemingly innovative concept will also be seen as a
needed innovation by the customer?
Despite the clear lean toward service-dominated societies,
many companies distinguish tangible ‘product’ offerings from
the ‘services’ that facilitate their selection and use, and spend
research and development efforts primarily on products. Even
in the many cases (from entertainment to banking) where services meet customer wants and needs without the exchange
of tangible goods, attention to innovation is relatively rare.
These questions become even more challenging when the
company aims to be ambidextrous – or capable of both continuous service innovations as well as the occasional discontinuous leap that moves the organization into new territory. In
order to stay in business, companies must monitor customer
responses to their current product and service offerings. But
as society becomes more complex, economies more inner
connected, and competition increases in many different sectors, companies are required to come up with new offerings
that respond to changing needs and desires, and meet the
challenges of attractive innovations from competitors.
I. The ambidexterity challenge
Successful German companies in the services sector recognized long ago that in order to cope with the challenges
of global competition, they must not only implement a wide
range of continuous innovations, but also be on the look-out
for discontinuous concepts. They also recognized that these
ideas had to be implemented and evaluated in the context
where they would be realized.
Implementing discontinuous innovation within the services
sector is an ambitious aim. How do businesses go about dis-
Continuous and Discontinuous Innovations
Whereas continuous service innovations target
the improvement of existing services, discontinuous service innovations enable the design
of radical, new, and potentially more profitable,
processes and concepts.
1
Percent of different economies dominated by services
2
II. The elements of service innovation
management: search, selection,
implementation, and evaluation
Innovations are frequently equated with creative chaos. Who
has not conjured up the scene of a wild-eyed genius imagining
a new idea and then assembling it from odd bits and pieces
of material? For this reason, it may initially seem paradoxical
that research on innovation recommends a structured process to help companies succeed in meeting the challenges
of an increasingly competitive environment.2 This innovation
process has four central pillars: search and selection of innovative concepts, and their implementation and evaluation.
The elements of this process are closely interlocked as described on the next pages.
Research support for a structured approach to innovation
12
Background
1. Search phase
Any organization might stumble upon a groundbreaking innovation that transforms it into the market leader, or perhaps
benefit from a genius in their midst, but it is not a good idea to
depend on lady luck. It is far better to undertake a structured
search for both continuous and discontinuous concepts that
provide a comprehensive idea pool of service innovations independent of chance. This sounds pretty simple and is simple
in principle, yet relatively few companies develop a rich pool of
alternatives. The decisive question is: How to search systematically for concepts that have the potential for value-added
service innovations?
Initial results from the Discontinuous Innovation Lab provide answers to this crucial question. As organizations do not possess
the resources to undertake an unlimited search for concepts,
search strategies are needed. Through the systematic utilization and combination of a variety of approaches, businesses
can transform themselves into successful “treasure hunters”
within the area of service innovation. Figure 2 provides a summary of twelve search strategies from the Discontinuous Innovation Lab that offer assistance in tracking down promising
concepts. On this page is a brief description of the lab itself.
2. Selection phase
A successful search will normally produce more interesting
concepts with value-added potential than can be reasonably
implemented, so the next logical step in a service innovation
strategy is selecting the best concepts for further development.
It is not sufficient to examine the potential opportunities of individual ideas, it is also necessary to compare different possibilities to one another with respect to company priorities.
In addition, research has shown that though companies frequently express the wish to be innovative, discontinuous ideas
often do not survive established budget processes. In the worst
cases, this can mean that good concepts are doomed to failure
in the early stages of the innovation process, before their potential can be adequately assessed. It is not just that opportunities
are missed, early rejections demotivate employees involved in
the innovation process. The selection process is therefore a
major step in innovation strategy that must be handled with
analytic expertise, sensitivity, and farsightedness.
The Discontinuous Innovation Lab
is an international network of interdisciplinary researchers and
innovation managers. The objective of the regular workshops
and network meetings the Discontinuous Innovation Lab
holds on national and international levels is to master handling
discontinuous innovation. Research has shown that radical
changes in markets and technology cannot normally be approached through the customary routines of innovation management. At the same time, established processes inhibit the
perception of unorthodox opportunities.3 As a result, the risk of
missing an innovation leap is often not recognized.
The Lab was established in 2006 as a cooperative effort between German, British, and Danish academics and practitioners on the initiative of Professor John Bessant from Imperial
3
To guarantee a fair, comprehensible, and also potentially successful selection, it is necessary to develop suitable evaluation methods. Whether a selection strategy (and associated
methods of evaluation) are suitable and appropriate depends
to a great extent on the objectives pursued. The decisive
factor is whether continuous or discontinuous concepts are
to be evaluated. Should this difference not be recognized,
concepts with a potential for innovation leaps can be easily
rejected without recognizing their potential.
Often ideas for continuous innovations arise as a learning
outcome from current activities. Simple and well-tested classical evaluation methods can be of great help as selection
tools when assessing these ideas for continuous innovation
(which might also come from the observation of competitors, or suggestions from customers). For example, check
lists, discounted cash flow methods, or portfolio approaches can result in the improvement of existing processes or
services.
More advanced methods are necessary when concepts that
have a potential for discontinuous innovation are evaluated.
As a rule, fundamentally new concepts cannot be fitted into
old patterns. Recommendations that radically question wellestablished concepts and demand entirely new behavioral
and utilization patterns from (often new) customers are more
likely to receive support with selection strategies such as idea
markets, forecast stock exchanges, service cases, or service
prototyping approaches.
■
Idea markets permit the distributed evaluation of alternative concepts and project ideas. Typically, a wide
range of individuals are invited to rank the offered selections on company-internal, cross-company, or even
more public electronic evaluation platforms.
■
Forecast stock exchanges rely on the so-called swarming intelligence of the masses rather than expert opinions.4 This is most suitable when specialized expert
advice is scarce. In this method the problem is posted,
rather than the desired solution, and a wide range of
individuals are invited to offer solutions that meet specified criteria.
College in London, with support from the Advanced Institute of
Management Research (AIM). Initiatives in France, Australia,
and the Benelux countries have now become affiliated, and
related workshops have been held in Sweden, Norway, Finland, Italy and Switzerland.
In addition to the meetings convened several times a year,
the participating universities carry out research projects with
partner companies. In the first two years the network has
grown to approximately 250 individuals, including academics from over 20 institutes and managers from the executive
levels of over 100 companies – from conglomerates to successful start-ups. More detailed information is available at
www.innovation-lab.org.
Radical changes cannot be handled with methods established for continuous innovation.
13
4
“swarm”
Background
■
Service cases concentrate innovatory ideas into highly
concrete concept descriptions that cover content, processes, and financial aspects of one or more recommended service innovations. The evaluating group can
vary, but this method of selection offers them a more
robust view of options than is typically available at an
early stage in the innovation process.
■
Service prototyping goes a step further than a case,
and attempts to produce a visible and tangible version
of the recommended service innovation. The goal is to
create a common comprehension of the service concept
for all participants. Ideas from two different sources are
described in more detail below. The prototype functions
as an instant demonstration of service ideas that are
primarily immaterial by definition. This tangible model
aids common understanding of the new idea, which
contributes to more effective collective evaluation of its
strengths and weaknesses.
3. Implementation phase
Once the early phases of search and selection have been
mastered, the next stage in the innovation process is implementation. During this phase, the relatively ‘raw’ concept
selected in phase 2 is systematically developed to produce a
marketable service. A variety of obstacles must be overcome
at this point.
The cooperative interaction of all participants in the development process is vital; in many cases it is precisely the human factor that causes the implementation of good ideas into
finished services or products to be unsuccessful. Companies
aiming to develop discontinuous service innovations are
faced with particularly fascinating challenges. In the immaterial world of services, radical new concepts challenge the
imagination. Often different participants have very different
ideas of what will be required for successful implementation.
For example, the situation can easily arise in which engineers
have a totally different perception of concept implementation than their colleagues in the marketing department. Company-internal communication processes, and those involving
the customer, also can break down due to diverging visual
concepts of a service.
As is the case with product innovation, this phase of developing a service innovation must have the overriding objective
of winning the battle against tight time-lines and limited financial resources. A lesson learned long ago from software
development is: There is substantially greater difficulty in the
planning, supervision, and control of implementation when
the results are not sufficiently visible, tangible, or comprehensible. Accordingly, specific techniques and action strategies are necessary to provide targeted support for the implementation process of service innovations. These include:
■
■
■
Further development of early prototypes
Regular exchange of information in all transitional stages
Well-documented project management that integrates
information from all parties involved
Further ideas to support this frequently neglected phase of
implementation depend upon the concept, and the situation.
The key idea is that this step is of great significance for service innovation success.
Fig. 1: Core content of the innovation process and relevant questions
1. SEARCH
2. SELECTION
3. IMPLEMENTATION
4. EVALUATION
PHASE CONTENT
Using search strategies
for the identification of
potential innovative
services
Selection and financing of
innovative services
Design and introduction
of innovative services
Evaluation of innovative
services
KEY QUESTIONS
Are we generating good
concepts?
Are we searching in the
right places?
Are we good at evaluating
and financing new
concepts?
Are we good at the
implementation of
concepts?
Do the implemented
concepts bring longterm
benefits for business
success?
KEY PERFORMANCE
INDICATORS
Number of high-quality
concepts
Percentage of all generated concepts that are
selected and financed
Percentage of financed
concepts that lead
to profits. Time-line to
introduction
Percentage of implemented concepts that
still exist following a time
period X. Contribution to
business objectives
Source: based on M. T. Hansen/J. Birkinshaw, 2007
The illustration is a summary of the four phases of the service innovation process. The central questions identified by
Hansen and Birkinshaw offer companies the opportunity to undertake a critical examination of their innovation process in
order to establish strengths and weaknesses and be able to undertake relevant counter-measures.
14
Background
4. Evaluation phase
The evaluation phase is the final part of the innovation process,
one that offers central starting points for systematic learning
about innovation. Evaluation of both the service innovation itself, and the process of its development, are important.
■
The achievement potential of service innovations on the market are tested in an initial evaluative step. While specific criteria for the evaluation of realized innovations depend on the
individual company and its objectives, as well as the nature of
the service innovation and the market, the following general
benchmarks can be listed (Bessant/Tidd, 2007):
■
■ Operative output benchmarks, such as customer satisfaction, in relation to quality improvements and flexibility
■ Non-sector-specific output benchmarks, such as product costs, market share, and quality
■ Strategic output benchmarks in comparison to expected
efficiency increases for the company as a whole, such as
larger market share and profitability.
In a second step, the internal innovation process itself is evaluated to optimize the processing of future innovations. Here
the following criteria can be utilized (Bessant/Tidd, 2007):
■
15
The number of new concepts in relation to service, product, and process that could be discovered in the initial
phase of the innovation process. Here discontinuous
and continuous concepts must be distinguished from
one another;
■
Error rate – during the development process and on the
market
Percental proportion of budget and time overrun during the development process, answering the question of
whether differences depend on the type of innovation
(continuous or discontinuous)
Development period/manhours per completed innovation,
answering the question of whether differences depend on
the type of innovation (continuous or discontinuous).
At this point, many of the approaches and techniques that
have already proved to be reliable within the area of product
and process innovation can be implemented – independently
of the nature of the specific service innovation and the context of its utilization.
Although we can still learn a great deal from the areas of
product and process innovation for application in service innovation, it is important to examine their transferability carefully, and developing new methods is important. In addition,
a completely new field of action is being developed: the interactive design of hybrid product-service bundles.
III. The latest trend: hybrid value creation as
innovation strategy
The successful launch of the Apple iPod and the iTunes store
universally demonstrated the strategic role services could
play even in the context of tangible products. The iTunes’
store became a market leader soon after its launch and in
just over a year had a catalogue of over a million songs. It
Background
clearly demonstrated that services offered in combination
with products were no longer just an add-on, but could actually be the core of the offering.
Customers value and demand such problem solving solutions. They also pay closer attention to life cycle costs than in
the past, and therefore demand complete solutions leading
to product-service combinations. Increased interaction between customers and suppliers leads to customized solutions
that even better fit customers needs, which in turn pushes
the demand for further solutions from customers. This desire
for hybrid services is coming from various sectors, from automotive and chemicals to white goods and foods. It is also
relevant in both B2C and B2B markets. In short, hybrids have
immense economic potential for companies, if they use this
trend to successfully implement innovative combinations of
goods and services that go beyond incremental innovation
into the fray of discontinuous innovation.
Service bundling, which is not a new concept, is often limited
to adding services to existing products so that the products
can be better marketed. Hybrid value creation goes a step
Hybrid Value Creation
Hybrid value creation is the process of
generating additional value by innovatively
combining products (tangible component)
and services (intangible component).
further as the borders between the product and service are
blurred. Here the company is offering an integrated solution
(G. Ernst, 2005).
To successfully make the transition from selling standalone
products or services to hybrid solutions, companies need
to challenge and rethink conventional service development,
implementation, and marketing processes. Classical sectorspecific routines, basic assumptions, and value generating
concepts must be submitted to a radical scrutiny process.
The solution-oriented new combination of services and products typically breaks up antiquated organizational thought
patterns and challenges previously separate organizational
and individual competences.
Fig. 2: Strategies for Discovering Continuous and Discontinuous Innovation Concepts
SEARCH STRATEGIES
CHARACTERISTICS
Sending out scouts
Assigns the task of detecting signs of competitive, technological, social, and other changes,
that might generate new concepts
Exploring multiple futures
Examines possible future scenarios in order to discover the potential opportunities
and risks of extreme developments
Using the web
Utilizes the world wide web as a source of information on trends and as a communication
platform for the exchange of experiences
Work with active users
Integrates so-called lead users into the innovation process with the objective of profiting
from their know-how in the development and evaluation of potential innovators
Deep diving
Extensively surveys customers through explorative methods, and if necessary, observation
and in-depth interviews for a deeper understanding of hidden needs
Probe and learn
Tests potential innovations under real conditions with the objective of learning by
experience even if the risk of failure is high
Mobilize the mainstream
Involves non-expert employees in the generation of ideas for the extension or
compensation of existing resources
Corporate venturing
Establishes specific corporate units with budget for special projects and any spin-offs
independent of main business
”Corporate entrepreneuring/
intrapreneuring“
Creates a corporate culture that encourages innovation through incentives and the
authorization of so-called submarine projects
Using networks
Developes tools to enable the exchange of experience and information between
different areas of expertise
Encouragement of diversity
Accept a lateral thinking and encourages interdisciplinary cooperation
Idea generator
Uses of creative techniques to increase discontinuous innovation concepts
Source: based on J. Bessant/B. von Stamm, 2007
16
Interview
Service Piloting
as the Basis for Innovations with Service Concepts for Utilization
Interview with Prof. Dr.-Ing. Dr.-Ing. E.h. Dieter Spath, Head of Institute, Fraunhofer
Institute for Industrial Engineering and Organization by Prof. Dr. Prof. h.c. Dr. h.c.
Ralf Reichwald, TU München and CLIC, HHL
Which central challenges must be
mastered in service innovation according to your experience?
At this point, many companies
have not employed a high degree
of strategy in the development of
their services. To move on, support
through professional technology
and innovation management is of
vital importance. The Fraunhofer
Prof. Dr.-Ing. Dr.-Ing. E.h.
Dieter Spath
ServLab additionally offers interested businesses the opportunity
to extensively visualize and test their services prior to their
concrete implementation and market launch. This is almost
always the first time they have been able to take this perspective, and it is critical to strategic assessment.
The ServLab is a comprehensive platform for the development, design, and testing of new service concepts. Its specialty is utilizing virtual reality to make service innovations more
tangible. Virtual space is created in the ServLab with the aid of
state-of-the-art computer and projection technology in which
service processes can be simulated in many possible situations and environments. For example, it
is possible to develop new types of interaction processes using this platform.
The important factor for optimally designed services is the interface with the
customer. The Fraunhofer IAO has already developed its first future-oriented
project in cooperation with the hotel
chain Accor: a complete hotel has been
digitalized and placed in virtual reality
in order to develop and test innovative
check-in processes.
Which approach does the ServLab employ, and what is the relevant innovative
factor?
The ServLab provides a solution to the
problem of how to test services. It is
possible to test products with the aid
of processes such as prototyping, rapid
prototyping, test reports, or – for example in the development of cars – test
drives. Prior to ServLab’s existence, no
suitable equivalent approach existed to
test successful services on a systematic
basis. ServLab has provided this missing
possibility. Here it is possible to examine
17
factors such as efficiency, process design, or also the interaction between customers and employees. Innovative concepts
can be displayed and tested with the aid of virtual reality. This
helps to avoid expensive post-market launch optimization
measures.
What are the advantages from utilizing ServLab for the development of innovative services?
Companies that test their new innovation concepts in ServLab
have the opportunity of thinking in extremes. This means that
they are able to develop completely new concepts for their
services. The example from the Accor hotel chain is a good
example. In the development of new check-in processes, it
was not necessary to undertake any rebuilding in a real hotel in order to test new concepts. ServLab also offers the opportunity of visualizing service concepts which are otherwise
difficult to communicate. Additionally, the risk involved in the
introduction of new services is minimized, as it is possible to
test services prior to their introduction on the market. The
simulation of these services takes place in a protected environment. With the aid of the aspects described, development
processes for new services can be accelerated, and the success probability on the market increased.
“Parents want their children to play with LEGO
because it is fun, encourages creativity, and
permits the creation of daring ideas. Lego is
successful in the playroom as a method for
brainstorming and experimenting with ideas
– why shouldn’t Lego also be used to enrich innovation processes in the adult world?”
Dr. Anne-Katrin Neyer
18
Practical Example
Service Prototyping
at UnternehmerTUM
One of the major challenges in the area of innovation for
large companies and start-up teams alike is to find a solution
to the question: How can I communicate my innovative idea?
At UnternehmerTUM, an organization founded to facilitate
entrepreneurs in Germany, the same question is asked at a
broader level: How can we help entrepreneurs illustrate innovative ideas for products/services and experiences so that
they can be discussed and further developed – initially within
an entrepreneurial team and organization and subsequently
with potential customers and sources of finance?
UnternehmerTUM, the Center for Innovation and Start-ups
at the Technische Universität München, is intensively addressing the problem of how ideas can be modeled. Bernhard Doll, head of the “Innovations and Prototypes” department, and his team, support 40 innovation teams annually
in the testing and further development of ideas to produce
successful business concepts. They have observed that prototypes help teams communicate their ideas within the team
and with outsiders, which means they can better evaluate
the relevance of business and product/service concepts.
The term ‘prototype’ defines the visualization of product and
service concepts. This definition therefore goes beyond the
customary meaning of the term prototype as an industrial pilot production model that is particularly prevalent within the
field of engineering. Prototype development at UnternehmerTUM begins at a very early stage. The processes suggested
include examination of customer benefits and customer
acceptance as concepts are first being developed, which
means benefits and acceptance can be weighed along with
the technical feasibility of solutions.
“Depending on the phase of conceptual development, a
prototype can range from a simple model constructed from
paper, cardboard, and LEGO© bricks to a structural component manufactured with the aid of state-of-the-art technology,” explains Bernhard Doll. Doll showed us models depict-
ing service ideas developed with the aid of LEGO© bricks,
and pointed out that Lego is often particularly suitable for
visualizing hidden aspects of service concepts. These can
then be discussed in interdisciplinary teams, and altered “in
real time” during joint meetings, before a concept is developed further.
In response to our critical question as to whether this technique can be utilized for service innovations, we are allotted
an assignment: “Imagine that you have a brilliant idea of how
you could optimize the check-in procedure at the airport for
single parents and their children. How would you approach
a solution?” In our minds’ eye, we have visions of business
plans and PowerPoint presentations, but suddenly Mr. Doll
spreads out a huge pile of Lego bricks in front of us and
tells us: “You have 30 minutes to produce a model of this
service innovation: have fun!” Our team eyes the LEGO©
bricks: “OK, we will go along with his humor” – and starts
building. Ten minutes later, we can understand why simple
tools such as LEGO© bricks encourage the development of
innovative ideas. Our team discusses ideas, starts building,
alters the plan, steadily builds up the bricks, and – seemingly
involuntarily – develops initial concepts for the solution of
this problem. We realize, for example, that the supervision
currently available, which only commences at the check-in
counter, is not customer-oriented. This spurs us on to further
construction and discussion, and after 30 minutes we have
a concept for a service innovation that is so convincing that
we are ready to go straight to an airport to sell them our idea
the very next day. Mr. Doll, however, puts on the brakes. The
concept has been formulated and Lego prototyping was a
great help, but before this develops into a market-ready solution, further steps are necessary. That‘s a good lesson.
Prototyping is a somewhat unorthodox approach in the development of service innovations. The method encourages
companies and their employees to rid themselves of their
habitual thinking and working methods to become innovative. Further details on the topic of service prototyping are
provided by Bernhard Doll (doll@unternehmertum.de) and
at www.unternehmertum.de.
19
“The ServLab makes service innovations visible,
tangible, and experienceable at the touch of a button.”
Walter Ganz
20
Practical Example
ServLab – Service Innovation
in the Laboratory
ServLab bundles the
service excellence of the
Fraunhofer IAO into a
worldwide unique laboratory in which service innovations can be made visible, tangible, and experienced at the touch of a button. Computer
and projection technology is the core of the lab and enables
the generation of service arenas as virtual spaces. New service solutions can be developed, tested, and optimized jointly
with employees, customers, and partner businesses in this
environment. It is particularly important that situations and
environments for innovative service processes can be simulated to allow ‘service crash tests’ within a controlled laboratory environment.
In order to develop and test innovative check-in procedures
in the hotel business, for example, a complete hotel was
digitalized and transformed into virtual reality. Against this
background, professional actors from the Munich business
theater, Vitamin T, provided an impressive demonstration of a
variety of service situations in the virtual hotel lobby.
Agostino Cisco, Director HR Development at Accor Hotellerie
Deutschland GmbH, is enthusiastic about the opportunities
provided by the ServLab and sees a variety of further utilization
possibilities going far beyond service development to encompass the networking of service development and employee
training within the service sector. He explains: “Together with
the IAO, we have gone down a completely new path within the
hotel sector. Accor Hotellerie sees great potential for future
employee training; learning efficiency will increase as hotel
staff are training in quasi-real situations. This corresponds to
Mr. Neumann, hotel employee at the Stuttgart Ibis Hotel
am Löwentor, greets Ms. Wagner in the hotel lobby. The
reception desk has been removed now that the reception
formalities have been transformed – customers have the option of Comfort Check-in at the bar or Quick Check-in with
the aid of a machine in the lobby. Ms. Wagner is a frequent
business traveler in a hurry, and therefore selects the new
service at the computer. A hotel employee accompanies the
business traveler to the service point in a quiet corner of the
lobby. Ms. Wagner begins the checking-in procedure, but
soon encounters a problem. She looks around to find Mr.
Neumann to ask for help. He is however, already occupied
at the Comfort Check-in at the bar, where the opera fans
Mr. and Mrs. Meyer are collecting detailed information. Ms.
Wagner is irritated: instead of being able to go straight to
her hotel room as she had anticipated, she will now have to
wait even longer than on previous occasions at the reception desk.
our philosophy that an innovation can only be successful if
it remains open. Success is only guaranteed for innovations
that are subsequently developed by staff and customers in
day-to-day business.”
Innovative consultancy and design concepts within the area
of in-patient care for the elderly are also being visualized and
tested with the aid of the ServLab. Here a virtual home for
the elderly provided the basis for the testing and design of
innovative services.
Erhard Weiß, Managing Director of the Institution for Statutory
Accident Insurance and Prevention in the Health and Welfare
Services (BGW) Karlsruhe, sees a vital role for ServLab in the
improvement of healthcare services: “The ServLab plays a
prominent role in hazard evaluation assessment, construction
consulting, and the analysis of care processes for the optimization of work organization. The lab also provides us with
valuable opportunities to qualify actors involved in occupational health and safety, and health promotion. This is why
we have involved the ServLab in our product line “Aufbruch
Pflege” (“Care Offensive”). We are searching for solutions to
the pressures of the modern world … as a basis for healthy
employment.”
With the conceptual design and development of the ServLab,
the Fraunhofer IAO and its partners have made a major contribution to the encouragement of innovation within the service sector for both the business world and for research. This
is displayed by the intense international interest in creating
ServLabs as locations for service innovation in other countries. The scientists in Stuttgart are also progressing a step
further; behind the scenes at the Fraunhofer IAO, the next
generation of ServLabs is already in preparation.
It is good that this scene is not occurring in real life, but is the
result of a simulated laboratory test. The Accor hotel chain
was one of the first partners to cooperate with the ServLab.
In a first step, the work scientists digitalized a complete hotel and recreated it in virtual reality. This virtual hotel now
permits any hotel process, including the check-in options
outlined above, to be recreated in a protected environment
in the IAO laboratory.
Many businesses are finding help at the IAO ServLab for
a variety of service solutions. For example, service engineers can investigate decisive factors such as performance,
process design, and customer-employee interaction in the
automobile industry and other businesses. The laboratory’s
guiding concept in all its operations is to help companies
develop services according to the systematic methods seen
in product development.
Source: T. Schmutzer, 2007, p. 25.
21
Conclusion
Conclusion
A clear innovation strategy is vital for the successful development of service innovations. Successful businesses have
long recognized that it is not enough to rely on luck and random innovation processes; successful innovations are best
created by following an initial systematic search, then selecting promising ideas from a wide set for further development.
These steps need both time and energy.
However, following a systematic process demands rethinking
ideas about innovation on the part of most managers: How
can a company motivate its employees to look beyond the
end of their own noses and participate actively in the innovation process? How should a business be organizationally
structured to encourage its employees to participate in innovation activity on a broad basis? How can incentive schemes
be created to encourage inter-departmental innovative ability? How can management systems be adapted to permit
the development of innovative talent among employees and
managerial staff? What opportunities are provided by new
technologies, such as Web 2.0 and Social Software, to better utilize the cross-departmental interaction of customers
and employees as a creative platform? This is only a small
selection of questions that businesses will have to address if
they wish to integrate their entire creative potential into the
innovation process.
Results from innovation research show that the era is now
finally over in which search, selection, implementation, and
evaluation processes successfully take place behind closed
doors in company R&D departments. The trend towards
hybrid innovation strategy also underlines the increasing
significance of cooperation between service and product
manufacturers. It is encouraging that discontinuous service
innovation is becoming more familiar to businesses and their
employees to speed the development of new business models that utilize these developments.
Numerous successful pioneers, such as Munich Airport,
BMW, and UnternehmerTUM, demonstrate that the systematic development of innovative ability within the service sector is possible. These and other German service innovators
have something in common, irrespective of their operational
sector, size or market environment: they are all creating a
corporate environment that looks for discontinuous innovations far beyond current knowledge. UnternehmerTUM, for
example, places great emphasis on the method of prototyping as an approach to understanding the complexities of
the four-step innovation process. How this looks in detail is
presented by our practical example “Service Prototyping at
UnternehmerTUM.”
The overall point is that service innovation is simultaneously
a challenge and an opportunity. The methods that can support the service innovation process of search, selection,
implementation, and evaluation can be used for both the
improvement of existing services, continuous service innovation, and radical innovation leaps, discontinuous service
innovation. They can help companies avoid “innovation
blindness” and “one-sided” innovation processes.
22
Hot Spots of Service Innovation
23
Hot Spots of
Service Innovation
B & S Haptische Verkaufshilfen GmbH
“Coming to grips” with the aid of building bricks:
tangible models are a substitute for sales brochures
Karl-Werner Schmitz designs new
business models using bricks and
other tangible tools. Sales personnel find they are able to convince
customers with these haptic sales
aids. His motto: “grasp instead of
seeing and hearing.”
If the building brick with the label
“manpower” is pulled out from under a wooden house, it collapses.
Other wooden elements with labels
such as “mortgage” and “savings” can no longer provide support. Sales trainer Karl-Werner Schmitz has a solution: he
puts the house inside a frame with the caption “life insurance”
– suddenly the house is able to stand with no problems. “Customers assemble the wooden elements themselves during a
consultation and perceive with the aid of this simple tool what
forms of security are necessary for building a house,” says
Schmitz.
Sales trainer Karl-Werner
Schmitz at the table with
his sales aids
“The current flood of information is so great that both aural
and visual channels are totally overloaded; people have developed an automatic resistance,” comments Schmitz. “A classical brochure will make little impression.” Instead of hearing
and seeing, he primarily depends on the sense of touch – the
proverbial grasping of facts. “We have completely lost sight
of the senses of feeling and touching,” he says: “Everything
is printed or reported and the sense of touch is neglected,
although this is a far more effective approach for the learning
process, and a far better method of getting through to customers.” In an era of over-stimulation, haptic selling therefore
holds great promise for the future.
To demonstrate the importance of a private pension fund to his
customers, Schmitz developed a model with play money: the
heavy coins represent the percentage of income. The board
has individual sections labeled with captions such as “rent”
and “household expenses.” Customers place the coins on
the board to represent the distribution of their income. Then
Schmitz removes half of these coins and states: “This is what
is left if you are no longer able to work.” The simple method
with the ultimate shock factor has already prompted many of
his clients to give thought to the need for better insurance.
“It makes a tremendous difference whether I provide the client
with abstract percentage figures, or offer a tangible concept,”
according to Schmitz. He now sells his models to banks and
insurance companies and also gives lectures on haptic selling.
“The strategies are universally applicable. I explain the fundamentals, but my buyers must develop appropriate models for
their particular business.”
Contact
B & S Haptische Verkaufshilfen GmbH
Wellerscheid 49
D-53804 Much
www.haptische-verkaufshilfen.de
Menippos GmbH
Digital trading cards make millions of
children happy
Digital trading cards connect the world of classical trading
cards with the world of computer and video games. A highly
innovative technology is utilized to bring normal paper to life.
The cards can either be used as a classical card game, or as
an online game.
Interlinking classical and multimedia games creates a totally
new playing experience in which the trading card collector
receives the currently unique opportunity to play in the virtual (online) world with his real set of cards. The play table is
transferred from the school yard to the internet, enabling play
at any time, without the necessity of the physical presence of
an opponent.
Menippos GmbH develops its own games around this idea.
A consistent technology transfer is utilized to integrate the
best innovations for market-ready applications. This guarantees that customers have the continuous availability of new
innovative game systems.
Contact
Menippos GmbH
Weststraße 49
D-09112 Chemnitz
www.menippos.de
24
Hot Spots of
Service Innovation
DATEV eG
Accounting for the future
The demands of companies on tax and accounting offices are
steadily increasing. In addition to documents required for the
tax authorities, companies need corporate tax evaluations,
and business consulting for presentation to banks. This can
now be delivered in greater detail by tax accountants – with
the aid of DATEV.
Up until now, companies have compiled their documents in
file folders, which were delivered to their accountants at regular intervals. Company accounts and evaluations were subsequently compiled on the basis of these documents. This
process demanded substantial time for sorting and delivery.
More pertinently, these evaluations were only of limited use
to the company as they were soon out of date due to the long
Contact
DATEV eG
Paumgartnerstraße 6 – 14
D-90329 Nürnberg
www.datev.de
25
processing time. Now digital
documentation can substantially improve the processes,
and above all the quality, of
accounting.
Daily accounting provides the
basis for better information
and advisory performance
– from accounts receivable
management to controlling.
Businesses no longer need
to collect and sort their
documents and deliver them to and collect them from their
accountants – instead everything that goes to DATEV is
scanned. Through this form of transfer, the “document photos” are automatically sent to a data processing center. It is
also possible to transfer the documents digitally via fax. The
digital documents arrive immediately at the accounting office
and can be entered into the software system. This acceleration process means higher informative value and quality in
the area of financial accounting and brings advantages for
both tax accountants and businesses.
Hot Spots of
Service Innovation
The ver.di Department Innovation and Excellent Work
Information and knowledge carriers are networked
The ver.di department Innovation and Excellent Work addresses the new topics and challenges of a constantly
changing employment world with the aim of developing and
implementing solutions, which are socially acceptable and
advantageous for employees in a collective discussion on the
structure of the employment world. This ver.di department
supports the issues protection, participation, humane work,
social integration, sustainability, increase in opportunities, and
the strengthening of gender democracy.
ing ability of trade unions and works and staff councils in the
“information and knowledge society”. It also develops utilization possibilities via electronic media for trade union purposes
(E-Union), e.g. “Wiki Excellent Work” or the online survey tool
for the monitoring of innovation cultures in companies from
the aspect of in-house representation of interests. The latter
is a subsequent development following on from the ver.di-Innovation barometer that was developed in cooperation with
the TU-Munich.
Innovation and Excellent Work is open to the pursuit of new
paths and the utilization of new forms of communication. One
relevant example is the online campaign “Online rights for employees” which is exclusively implemented on the internet with
the primary aim of campaigning for employee data protection
laws.
The department of Innovation and Excellent Work is involved
in numerous further projects and cooperations with works and
staff councils and also with consultants and experts closely
involved with employee-oriented issues. This department has
an open-minded approach to new innovative paths and for
this reason also tests new working and structuring methods.
The ver.di department homes in on suitable topics and projects in communication with voluntary and full-time ver.di
representatives, academics, and consultants oriented toward
employee needs. An example is the project which was set up
to develop the DGB index “Quality of Work”, jointly developed
by the DGB and individual trade unions, in which a differentiated description of the quality of work in Germany and in businesses from the employee aspect was compiled with a view
to further action.
ver.di – Vereinte Dienstleistungsgewerkschaft
Bundesvorstand
Paula-Thiede-Ufer 10
D-10179 Berlin
A further example is the research project “E-Union”. This project makes a contribution to the enhancement of the negotiat-
www.verdi.de
Contact
26
Hot Spots of
Service Innovation
Lufthansa Global Tele Sales
Baggage tracing and more …
Whenever a Lufthansa passenger reaches his destination
minus his case, the colleagues from “Lufthansa Global Tele
Sales” will always succeed in tracking down his baggage regardless of where it has been lost.
In the neon-illuminated office in the Adlershof “Kaufland”
building, members of staff with headsets are sitting at their
computers. Some of them are smiling and others are scrutinizing their monitors: the atmosphere is calm and noticeably
peaceful. It is hard to believe that the “Baggage Call Center” (BCC) is the crisis zone at “Lufthansa Global Tele Sales”
where irritated passengers ring up when they are unable to
locate their case or back-pack. After only a few mouse clicks
on the computer in the so-called World Tracer, Lead Agent
Sören Holm is able to pacify the woman who has rung him
from Singapore and inform her that he has tracked down her
trolley bag in the airport of a large Australian city. It has taken
only two minutes to sort out a problem on the other side of
the world.
Contact
Lufthansa Global Tele Sales GmbH
Rudower Chaussee 12
D-12489 Berlin
www.lufthansagts.de
The approximately 40 agents in the BCC
field these sorts of enquiries every day
from all round the world from 7:00 a.m.
to 10:00 p.m.. Nearly all colleagues
here are career changers with previous
occupations ranging from gardener to
qualified business administrator: all must
have an excellent command of spoken
English and have the ability to work under pressure. Although the percentage
of lost baggage remains within the onein-a-thousand range, the staff at the Adlershof receive around
500 calls daily, as the total number of air travelers is still on
the increase. In the case of snow chaos, there have occasionally been double as many calls.
Sören Holm was originally a qualified carpenter and has during his five years of service at the BCC developed a high degree of sympathy for disgruntled customers with medicine,
important business documents or Christmas gifts in their
missing baggage who have demanded swift help or compensation. Although he has been successful in helping the majority of callers, he has now become reluctant to hand in his
own baggage. “Maybe this is a sort of occupational disease”.
In addition to the “baggage tracers”, the “General Information
and Reservation Call Center” (GenRes) of “Lufthansa Global
Tele Sales” (GTS) is also located in the Adlershof. Here it is
possible to book flights, reserve seats, or order vegetarian
in-flight meals.
BMW World
The total experience of BMW world:
“The art of being BMW”
The multifunctional BMW World building offers a comprehensive experience for visitors, neighbors, and customers. Guests
from round the world are provided with an intensive experience of the world of BMW, ranging from the latest trends and
technology and design exhibitions, to the emotions of owners
receiving their new BMWs.
The BMW World is a significant interface linking the car makers, the brand, the products, and their environment. Together
with the BMW Works and the BMW Museum, the BMW World
provides a logical unit: an all-round BMW experience.
Contact
BMW Welt
Am Olympiapark 1
D-80809 München
www.bmw-welt.com
27
The core of BMW World houses
an individual and personally designed automobile delivery area.
Around 45,000 vehicles are delivered here annually to customers from all over the world and
around 850,000 visitors are expected every year. After only the
first five months this year, the one
millionth visitor was counted at BMW World. In addition to
the exclusive presentation of all automobile series and motorbikes, multimedia shows and exhibits provide an insight into
research, development, design and production, and permit a
comprehensive experience of both the BMW company and
its brand. BMW World also contains an event forum equipped
with the latest technology for all types of events: exhibitions,
conferences and live broadcasts, take place here and additionally receptions and seminars. The Junior Campus provides a separate experience area with new scientific findings
from children’s and youth research for 7 to 13-year-olds and
pupils from 2nd to 7th grade in which “mobility with all the
senses” is waiting to be discovered.
Hot Spots of
Service Innovation
Prisma GmbH/Fraunhofer IPK
Gryphos – mobile detection service
Gryphos offers mobile internet services and special detection services and therefore, provides two separate solutions
for the market, which are utilized on the one hand within the
area of security supporting detection services (concerning
market and consumer protection) and, on the other hand,
within the area of mobile skin detection. Users and interested persons can find information on particularly striking
examples of recognition statistics on the internet portal.
This includes concrete new statistics on skin recognition and
current product counterfeiting favorites. Users can log on
and download mobile solutions, which enable them to verify
original products of certain manufacturers, report imitation
products, and submit enquiries on particular skin characteristics while on the move; these enquiries are subsequently
addressed with the aid of partially automated processes.
This model provides manufacturers with protection against
counterfeit products and simultaneously offers a quality confirmation service for customers and users. Within the world
of medicine, the model can help to reduce the number of
high risk patients with diseases in advanced stages, which
are difficult to cure, thanks to its high quality identification
and sensitization processes.
Via transaction-linked extra services, which are subject to
charge and provide specific diagnoses and concrete support
services, a direct dialogue is set up with manufacturers or
with dermatologists and the telemedicinal center and also
documented. The portal provides concrete support in the coordination of further steps. Normally as a first step, a couple
of simply produced mobile pictures are sufficient as a basis
for documentation that is sent to the appropriate service; the
ensuing results of the analysis determine the next steps. Premium services provide a highly efficient augmentation to the
actual utilization case and the direct local treatment. In the
case of skin recognition, this takes the form of repeated documentation of specific skin areas during the course of treatment. The photos are automatically transferred, allocated,
and evaluated and appointments are arranged online.
Contact
Prisma GmbH/Fraunhofer IPK
Lahnstraße 25–27
D-12055 Berlin
www.prisma-edv.de
Odersun AG
Photo: Winfried Mawolf
Photovoltaics to go – pack the sun in your bag!
Cell production at
Odersun AG
The sun doesn’t shine every day.
It is however possible always to
have the sun in hand: new lifestyle products provide electricity
originating from solar energy for
people on the move. The solar
technology company Odersun AG
in Frankfurt/Oder is one of the
companies addressing this trend
and not only provides cost-efficient solar modules for roofs and
solar parks, but also manufactures Solar4you products aimed
at pioneers who wish to have access to mobile solar energy during the course of their active day.
The unique feature of this series is less environmental functionality, but more prominently attractive design! For this reason, Odersun works with specialized producers to develop
flexible solar modules, which blend harmoniously within the
form language of the product design.
A relevant successful example is a solar bag known as
“POGO Solar”, which was the first product in the Solar4you
series. For this bag, manufactured by the Berlin firm Bagjack
– which has gained a reputation for its urban functional bags
– a solar module laminated in foil, was specially developed
and integrated in the pocket flap. “The important factor”, according to Stefan Schwarzer “was to ensure that the bag did
not have the appearance of a technical toy, but that the designer module should be perceived as an integral part of the
bag.” These products do not only look good, but are also veritable energy packs: the generated electricity is sufficient to
power USB-compatible end devices such as mobile phones,
MP3 players or GPS gadgets. The prime factor: even when
the sun is not shining, the equipment still has plenty of juice:
an intermediate charger stores solar energy and transforms
the bag into a mobile power socket, which can function miles
from any electric power supply.
It is perfectly feasible for a whole palette of consumer products to be operated with the aid of this technology: for example cool boxes, garments or even trailers and automobiles.
Odersun is currently working on camera and laptop bags that
are designed to supply the corresponding end devices with
electricity. A certain amount of pioneer work is still required
before these products are marketable, but the solar bag
“POGO Solar” is all ready to go.
Contact
ODERSUN AG
Im Technologiepark 7
D-15236 Frankfurt (Oder)
www.odersun.com
28
Hot Spots of
Service Innovation
Utopia.de
Buy yourself a better world!
Utopia.de was launched on November 8, 2007 with the motto
“Buy yourself a better world” as the first independent consumer platform for strategic consumption and a sustainable
lifestyle. The aim is to provide consumers with orientation
in the purchase of sustainable goods, and also to provide
impulses in response to trade and industry. Utopia.de has
also set up an active community, which holds joint discussions and evaluates practical tips presented by experts. Only
three months following its launch, Utopia.de was voted as
the Yahoo Discovery of the Year 2007 in the category “The
Good Deed”. An accolade from the media followed shortly
afterwards: the Lead Award as the best web community
of the year. The target group potential for persons interested in ecological and socially manufactured products and a
sustainable lifestyle, has been estimated by several studies at
a current figure of 15 million within Germany.
Contact
Utopia AG
Sohnckestraße 6a
D-81479 München
www.utopia.de
29
Claudia Langer – founder of Utopia.de
The portal was founded by Claudia Langer. Her motivation:
“I acted according to my convictions. With the brand Utopia
we will ensure that an increasing number of consumers and
companies alter their behavior in order to provide a livable
future for our grandchildren and great-grandchildren in an
ecologically intact and socially just world”.
Hot Spots of
Service Innovation
Munich Airport
Europe’s most innovative airport
Munich Airport possesses the best and most efficient transfer terminal in Europe with an ultra-modern check-in system
and premium comfort and service standards.
The airport, that was opened in 1992, is increasingly gaining
significance as a dynamically growing international air traffic
hub. Munich airport already ranks seventh in passenger volume among the ten largest airports in Europe.
Munich Airport is a high-capacity infrastructure facility, adventure park, and economic hub all rolled into one. In 2007,
Bavaria’s gateway to the world was for the third time running,
voted the best airport in Europe in the World Airport Awards
following a global survey of 7.8 million passengers; among
other aspects, it was the excellent range of services available,
which earned it the award.
Contact
Munich Airport
Nordallee 25
D-85356 München
www.munich-airport.de
30
Hot Spots of
Service Innovation
Deutsche Bank
The bank with the comfort factor
The scene has a hint of comfort: two young women sit on a
leather sofa drinking lattes. A middle-aged man reading at the
bar, is joined by another man in a dark suit. Are we in a café
or a pub? No, this is a bank on Friedrichstraße in Berlin. One
of the young women has just concluded a meeting with her
customer advisor on the topics of house mortgages and investment plans, and is now discussing the conditions offered
with her girlfriend over a cup of coffee, while the children are
occupied in the play area. The man is enquiring about details
concerning a retirement provision – a bank employee is offering him advisory services.
“Q110 – the Deutsche Bank of the future” in Berlin, is only
one example of how bank branches could look in the future.
Credit business and investment consulting take place in
trendy consulting rooms and if the customer prefers, also in
comfortable armchairs in the café lounge at Q110 – naturally
always accompanied by the necessary degree of confidentiality and professionalism. During the consultation, parents are
able to leave their children in the Kids’ Corner and subsequently go shopping in the trend shop. “Up until now, a bank
appointment was viewed by many as an obligation comparative to a visit to a public office. This is what we aim to change
with Q110, which stands for excellent service and personal
consultation, and is simultaneously about feeling comfortable, relaxed, and positive,” says Thomas Große Darrelmann,
who is responsible for the management of Q110 at the Head
Office of Deutsche Bank.
It is not only the new comfortable atmosphere and pleasant
surroundings in Q110 at Deutsche Bank, which are decisive
for success, but also the new direction of customer advisory
services. “During the development of our concept, we examined precisely what the retail trade is doing so well according
to market research and searched for methods, which would
better satisfy customer wishes,” comments Große Darrelmann.
Contact
Deutsche Bank
Friedrichstraße 181
D-10117 Berlin
www.deutsche-bank.de
www.q110.de
31
For example, initial consultations are not held directly in
consultancy offices, but in an inviting open forum with bar
tables at the centre of the branch – this is uncomplicated and
barrier-free. “Consultation in our forum is a new format which
combines the strengths of the conventional cashier’s desk
with those of a consulting office,” explains Ira Holl, Branch
Manager of the Q110 branch. The bank products are also
displayed in a different manner at Q110. These are presented
in “advantage boxes”: metal boxes with the dimensions of a
paperback book containing printed product information, the
relevant contract, an archive function for documents, and
also a small gift for the customer. Interested persons can also
utilize the boxes to view a film with further product and/or
financial information with the aid of a special reader.
Deutsche Bank is gradually introducing the most successful elements of Q110 in other locations in Germany within
the framework of branch modernization. An exact copy of
Q110 will not be reproduced as individual local conditions
are taken into account during the refurbishment process.
“Vital impulses from Q110 – our branch of the future – are
already spreading through our entire private customer business,” comments Große Darrelmann. The concept appears to
be bearing fruit: the objective targeted on the opening of the
new Berlin branch in September 2005 of gaining around 50
percent more customers than in an investment and financial
center of equivalent dimensions, has been achieved by Q110
month after month.
Hot Spots of
Service Innovation
Porsche Werk Leipzig
The Porsche experience – the Porsche plant
in Leipzig
also includes a visit to the customer center with its exhibition
of historic vehicles and a spectacular 360° panoramic view
of the entire Porsche site. The experience is rounded off by a
brief visit to the exhibition of the current product range and a
supplementary spectacular highlight is a culinary experience
in the in-house restaurant or alternatively a ride or self-drive
in a Porsche. Accompanied by an experienced instructor, you
can become acquainted with the driving quality of a Porsche
on the internal on-road and off-road track.
A Porsche is not a normal vehicle: a Porsche is an experience. And this experience does not begin on the road, but at
the point of its creation. This can be personally experienced
in a visit to the Porsche plant in Leipzig. This is much more
than a production site; it is a world in which the manufacture
of the Cayenne, the exclusive customer center, a special inhouse racing track certified by the FIA and an off-road track
can all be experienced at close quarters. In short: a world
which communicates the fascination for the Porsche brand.
Additionally, a tour of the site is offered, which includes a
look behind the scenes to accompany the Cayenne on its
progress through the entire manufacturing process. The tour
With its combination of conference facilities and attractive accompanying programs, Porsche Leipzig offers diverse opportunities for small-scale meetings, strategy conferences, a gala
event for several hundred participants, or an incentive event
for customers or employees. Each event is planned individually, and is specially tailored to customer requirements. Venue
halls, catering services, technical equipment and competent
and friendly personnel are available to ensure great success
for every event.
Contact
Porschestraße 1
D-04158 Leipzig
www.porsche-leipzig.com
The Autostadt
Photo: Emanuel Raab
The collection deluxe experience
People, cars, and what moves them. What is it that motivates humans to achieve top performances? What power is
concealed under the engine hood? And who is moving the
economics of the future? The Autostadt invites its visitors to
embark on a journey to the world of mobility. In a lagoon
landscape with an area of 25 hectares, architecture, design
and nature, provide the background scenery for a series of
attractions: exhibitions show classic models from automobile
history and illustrate how they set benchmarks in their own
time.
The great variety of the Autostadt reflects the broad orientation spectrum of the global corporation Volkswagen and
its corporate responsibility for people, culture, and society.
For this reason, art lovers will find as much inspiration here
as those interested in the technical world and multimedia
fans, and those searching for peace and quiet will also be
rewarded. The Autostadt is based on the Volkswagen corporate values: it demonstrates why quality brings safety, how
performance and sustainability go hand in hand and, how
much customer proximity means to the company. It also gives
an impression of the wealth of knowledge generated by its
employees in all parts of the world and the philosophies of its
individual markets.
Contact
Autostadt
StadtBrücke
D-38440 Wolfsburg
www.autostadt.de
32
Hot Spots of
Service Innovation
Sixt AG
Europe’s innovation leader in car rental
The Sixt AG based in Pullach near Munich, is an internationally operating provider of high-quality mobility services. Sixt
is the market leader in car rental in Germany and Austria and
one of the largest manufacture-independent full service leasing companies.
Sixt offers its private and corporate customers throughout Germany innovative solutions for individual mobility requirements
in over 500 locations. The company is represented worldwide
at 3,500 service points in over 85 countries. Sixt stands out
with its premium products, comprehensive service, customer
proximity, and continuous innovation. Via internet, customers
are able to book rented vehicles at special online prices, and
also take advantage of numerous additional services such as
flight, hotel, and travel offers.
Sixt is permanently working on the quality enhancement of its
products and processes. A separate department is specialized in the transformation of new technologies into concrete
improvements for the benefit of its customers. Here innovations are analyzed and tested in pilot projects and, if found
suitable, ultimately launched throughout the company.
Contact
Sixt Aktiengesellschaft
Zugspitzstraße 1
D-82049 Pullach
www.sixt.de
To ensure the smooth running of the rental process, increase
the speed of processes and also work towards the better
preservation of resources, the RFID Technology is for example, employed in the vehicle, deployment process.
At the Sixt counter, display and other visualization technologies are utilized to provide rental offers and additional information for the customer. Additionally, innovative IT solutions
in customer service and automation systems for vehicle collection help to improve the service quality at Sixt.
At the beginning of 2008, Sixt received the renowned “Business Traveler Award” as the best car rental company in Europe for the second time in succession. This award proves
that Sixt was also the top performing rental company in Europe in 2007. According to the business travelers surveyed
on central competition evaluation criteria which included a
good price/performance ratio, efficient rental processes,
comfortable and transparent handling for the customer,
the high quality of the vehicles and service orientation, and
know-how of the company’s employees, Sixt performed significantly better than its competitors.
Following the deployment of vehicles with innovative gas and
hybrid powertrains from the second half of 2007, Sixt’s latest
innovation is the web-based booking system via cell phone,
which permits Sixt customers to book rental cars on all internet-compatible cell phones. At www.mobil.sixt.de, customers
are directed to a simple booking interface which adapts automatically to the display of all customary cell phones. Thanks
to the selection possibilities in the new application which is
user-friendly, Sixt rental cars can be conveniently reserved at
any time worldwide. This is further proof of Sixt’s position as
innovation leader in the car rental sector.
Management Angels GmbH
Interim management as management innovation
Interim management is an innovative management instrument for businesses: a new occupational concept and a flexible, entrepreneurial, and project-oriented work method.
Management Angels have access to a pool of 1,500 interim
managers throughout Germany, 600 of whom are personally
familiar through joint projects and numerous meetings. Suitable candidates can be presented in as little as 48 hours after
initial contact. These interim managers have an average age
of 46 and are therefore, around 15 years younger than the
sector average. They possess experience in a wide range of
areas and sectors (managerial board, business management,
and leading functions in the areas of business develop-
Contact
Management Angels GmbH
An der Alster 82
D-20099 Hamburg
www.managementangels.com
33
The Management Angels GmbH Team
ment, key account management, sales, finance, controlling,
turn-around management, marketing, PR, IT, and human
resources).
The Management Angels GmbH, is a personnel advisory
service specializing in interim management. With its pool of
1,500 managers, the Hamburg company is one of the market leaders in Germany. Management Angels undertake the
placement of competent temporary managers particularly
in the areas of telecommunication, IT, the media, entertainment, and security technology. As a specialist in the professional application of interim management, the Management
Angels match managers and suitable companies.
Hot Spots of
Service Innovation
PC-Ware Information Technologies AG
The European market leader in the area
of IT services
The PC-Ware Information Technologies AG is one of the leading
manufacture-independent IT service
companies in Europe. The company
provides comprehensive services for
all aspects of IT infrastructure ranging from the purchase of software
and hardware, the design and implementation of complex solutions, to
support for operational systems. The
company’s core business consists
of software licensing and software
asset management. PC-Ware possesses excellent know-how within
this area and is one of the European
market leaders. On the basis of core
Dr. Knut Löschke –
competence in software licensing,
Founder and Board
an individual solution was developed
Chairman of the PCfor software asset management that
Ware Information
guarantees transparency in the inTechnologies
ternal IT landscape, legal security,
increased efficiency, and cost reduction. The IT service company also offers its own software solutions within the areas of
e-government and e-business.
Through its intensive cooperative partnership with its customers, PC-Ware displays competence in projects involving
large-scale companies, public authorities, and medium-sized
businesses. A specially tailored range of services is available
for these customer groups. PC-Ware employs highly qualified
staff who provide support and advice in the supply, design,
implementation, and operation of IT infrastructures. Complex
IT processes and services are created in both international
and local regional projects. Complete system house services
are offered for hardware and IT infrastructure in the Germanspeaking countries Germany, Austria and Switzerland. The
PC-Ware MultiVendor Software Support offers telephone assistance 24/7 in several languages, which is handled in all
cases by a single expert throughout.
Contact
PC-Ware Information Technologies AG
Blochstraße 1
D-04329 Leipzig
www.pc-ware.com
34
Hot Spots of
Service Innovation
UnternehmerTUM GmbH, Center for Innovation and Start-ups
This is where business careers start
Entrepreneurial thinking and activity are indispensable for
economic success in global competition. The non-profit UnternehmerTUM GmbH is a Center for Innovation and Startups at the Technische Universität München (TUM). UnternehmerTUM, founded in 2002, currently employs 40 staff
and is one of the leading centers for innovation and start-ups
in Europe. The encouragement of entrepreneurial talents and
opportunities within the areas of start-ups, innovation, and
qualification measures represent the core activities of the
center. UnternehmerTUM is committed to the recognition of
opportunities, the testing of concepts in a real environment,
and the implementation of business concepts.
Start-up
UnternehmerTUM develops entrepreneurial opportunities in
collaboration with innovators and start-up teams to produce
sustainable business models. Promising start-up projects
are supervised throughout the various phases of corporate
development – from business planning, financing, to the organizational structure of the new company. Twenty start-ups
annually are accompanied throughout this initial phase.
Contact
UnternehmerTUM GmbH
Zentrum für Innovation und Gründung
Lichtenbergstraße 8
D-85748 Garching bei München
www.unternehmertum.de
Innovations
Thanks to the systematic testing of a new business concept,
it soon becomes clear whether a concrete business opportunity is really viable – or not. Excellent teams receive support in the testing of their concepts for new products and
services through a systematic innovation process. With the
aid of prototypes, the relevant aspect of the business concept is visualized, and valid feedback retrieved from potential
customers.
Qualification
In lectures, seminars and special support programs, UnternehmerTUM provides students and academics with business know-how and key competences to enable them to
achieve success as business founders, entrepreneurs, or
company managers.
Accor Hotellerie Deutschland GmbH
Check-in in virtual reality
Guests design hotels according to their own concepts and
employees test new services in virtual spaces – “virtual reality” is entering the hotel business. In cooperation with the
Fraunhofer Institute for Industrial Engineering and Organization (IAO) in Stuttgart, the Accor Hotellerie Deutschland
GmbH, Germany’s market leader in hospitality, digitalized an
entire Ibis Hotel with the aid of the so-called ServLab and
transformed it into virtual reality. The virtual space in the
Fraunhofer Institute offered the opportunity of simulating the
entire range of service processes within an extremely short
time to allow these processes to be adapted to guests’ requirements. 3D spectacles give the impression of actually
being able to move around in the digital spaces.
Contact
Accor Hotellerie Deutschland GmbH
Hanns-Schwindt-Straße 2
D-81829 München
www.accorhotels.com
35
Accor is particularly committed to hospitality through passion
in its over 4,000 hotels worldwide. In Germany, Accor Hotellerie offers its guests a portfolio of around 330 hotels ranging
from the luxury to the budget class under the various brand
names Sofitel, Pullman, Novotel, Mercure, Suitehotel, Ibis, all
seasons, Etap Hotel and Formule 1.